Employee Engagement — Just When You Thought It Was Safe to Go Back in the Water
For a while, it seemed that American business was federally required to include something about employee engagement in every single human resources and talent management conference or publication. Then the recession hit.
Employee engagement took a back seat to nearly every other aspect of trying to navigate a successful business and do more with less. HR and its related operations were no exception. Then the economy began to recover — however slowly and unevenly — and employee engagement roared back as a hot topic.
Except now, the dialogue around employee engagement is more pointed and we have a lot more research to inform the conversation. What we’re all learning as a result is that most of what we assumed about what drives employee engagement was simply wrong.
For starters, didn’t we think that as the economy improved, employee engagement would rise? Wrong. In late 2011, an AON Hewitt poll of 5,700 global employers found that engagement levels through the third quarter of 2011 were about the same as the year before and were actually lower than in 2009 and 2008.
The report prompted one writer on staffing and recruiting trends to comment: “Unless employers change course and start listening to their employees, they may see a drop in productivity or increased absenteeism and turnover.”
But what do you listen to? How do you listen to your employees? These are the questions that are driving the new discussions around employee engagement.
Consider more recent research that included an empirical study of observations from 36,000 employees in 18 countries. This study identified three common denominators that, as the final report said, “give rise to a highly inspired group of super-engaged employees.” Those are, quite simply:
- A purpose-driven mission
We’d argue that those three factors should take any HR leader back to the same kind of questions we asked just a paragraph or two above. Where can you look to learn if your employees trust their managers and the company? How can you know if they respect and are aligned with the company’s values? What data exists to tell you if they feel they and the company are purpose-driven?
Look at it another way: Where can you look to see if employees are mistrustful, disagree with the company’s values or don’t feel they have a purpose-driven mission? The answer may be right in front of you. It may be in the tools and technology that HR has its disposal today, such as an automated HR help desk.
Think about it.
An HR case management system should be able to provide you with a wealth of insight into what employees are feeling and what they see as wrong with the company — from a complaint about a manager to a problem with the retirement savings plan. And a quality help desk will gather that information for you to mine while maintaining employees’ privacy and confidentiality.
Research shows employee engagement matters. Research also shows we know less than we thought about what that means. You can use all of the help you can get to help move the needle at your organization.
Image source: LRN ‘The How Report’